The way in which other people experience us always has implications. It is up to us to determine if those are the implications that we desire.
If we determine that we don’t like the implications that are happening, there is an opportunity to shift the way we are interacting with others which might alter the experience another person has with us.
For example, if I am a manager of employees. Let’s say, for example, I have an employee that is not performing at the level that we have agreed upon.
It’s time to investigate what is going on.
Let’s not be mistaken – the reason the agreed upon performance isn’t happening lies within what is currently happening, what I will refer to as “current reality.”
Current reality encompasses many things, including, but not limited to: the results, the circumstances, what I think about the circumstances and results, what the employee things about the circumstances or results, the clarity of the agreement, the attitudes of both myself and the employee, how the employee experiences me, how I experience the employee, etc.
What often happens is that we give up too quickly on investigating current reality. We make assumptions and just keep on going about leading and managing as we always have.
But that is not how reinvention happens in myself, others, and the company or organization.
The reinvention of the company and results lies within the investigation of current reality (and our willingness to press in and then to alter how we go about things).
Back to the example, there is an opportunity for me as the manager to really explore current reality. The responsibility is on me as the manager to discover what obstacles are preventing the desired results. This is how I step it up as a manager and CREATE responsibility. This is the environment where new results are possible. Without this, things will continue as they have been. And if I am frustrated with my employee(s) and the current reality, I will continue to do so.
And what we are going for is new results.
I do not want to be in a position where I am waiting for the employee(s) to change. This might happen, but is unlikely. At times, I find that I want them to change without myself being willing to change.
So I want to slow things down, investigate current reality, and look at new ways to go about things to create new results, better employee relationships, better performance, and higher profits.
The new results will be worth the time, energy, and efforts put into the process. It may seem laborious at times, but if I hang in there, the investment will pay off in the long run.
Books that are supplemental to this post: The Art of Possibility; Three Laws of Performance, The Last Word on Power.